Mission Statement

TNTP's mission is to end the injustice of educational inequality by providing excellent teachers to the students who need them most and by advancing policies and practices that ensure effective teaching in every classroom.

Service Areas

Self-reported

New York

TNTP is active in more than 30 cities, and a list of our current partners can be found at tntp.org/what-we-do

ruling year

Principal Officer

Co Principal Officer

Keywords

Sign in or create an account to view Form(s) 990 for 2015, 2014 and 2013.Register now

Also Known As

TNTP

EIN

13-3850158

Physical Address

186 Joralemon Street Suite 300

Brooklyn, 11201

Contact

See more addresses

Main Address

186 Joralemon Street Suite 300

Brooklyn, NY 11201 USA

Physical Address

186 Joralemon Street Suite 300

Brooklyn, 11201

Cause Area (NTEE Code)

Management & Technical Assistance (B02)

Primary/Elementary Schools (B24)

Secondary/High School (B25)

IRS Filing Requirement

This organization is required to file an IRS Form 990 or 990-EZ.

Programs + Results

How does this organization make a difference?

Overview

Self-reported by organization

Since 1997, we've partnered with more than 200 public school districts, charter school networks and state departments of education. We have recruited or trained more than 50,000 teachers, redefined critical education issues through acclaimed studies like The Widget Effect (2009) and The Mirage (2015), and launched one of the nation's premiere awards for excellent teaching, the Fishman Prize for Superlative Classroom Practice. Today, TNTP is active in more than 30 cities.

Service Areas

Self-reported

New York

TNTP is active in more than 30 cities, and a list of our current partners can be found at tntp.org/what-we-do

Principal Officer

Co Principal Officer

Karolyn Belcher

BIO

As TNTP's Chief Executive Officer, Dan Weisberg oversees TNTP's executive team and all aspects of the organization's operations, strategy and growth.

Prior to becoming CEO in June 2015 as part of TNTP's long-term growth strategy, Dan was the Executive Vice President for Performance Management and General Counsel. In this role, he built and led a 130-person team to support the efforts of school systems and states nationwide to recruit, develop and retain effective teachers and principals.

Previously, as Vice President of Policy, Dan helped build TNTP into “a leading voice on teacher quality" and co-authored TNTP's acclaimed study on the failures of the nation's teacher evaluation systems, The Widget Effect, which has helped to catalyze evaluation reforms in more than 30 states since 2009. More recently, he participated in the writing of The Irreplaceables (2012), which explored the teacher retention crisis through the experience of the country's best teachers, and The Mirage (2015), which questions the prevailing assumption that we know how to help teachers improve.

Before TNTP, Dan served as Chief Executive of Labor Policy and Implementation for the New York City Department of Education (NYCDOE), the country's largest public school system. In this role, he led negotiations between the Department and the United Federation of Teachers that resulted in a series of groundbreaking reforms, including the city's highly regarded "mutual consent" system, which gives teachers and schools the primary voice in school staffing. He also led a team that provided labor support to NYCDOE's 1,700 principals and implemented a number of high-stakes talent initiatives.

Before joining the NYCDOE, Dan was a Partner in the New York office of Brobeck, Phleger & Harrison, where he led the firm's east coast labor and employment practice. He holds a J.D. from New York University Law School and a BA in Political Science from Columbia College.

Governance

BOARD CHAIR

Dr. C. Kent McGuire

Southern Education Foundation

BOARD LEADERSHIP PRACTICES

GuideStar worked with BoardSource, the national leader
in nonprofit board leadership and governance, to create this section,
which enables organizations and donors to transparently share information
about essential board leadership practices.
Self-reported by organization

RESPONSE NOT PROVIDED

BOARD ORIENTATION & EDUCATION

Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations?

RESPONSE NOT PROVIDED

CEO OVERSIGHT

Has the board conducted a formal, written assessment of the chief executive
within the past year?

RESPONSE NOT PROVIDED

ETHICS & TRANSPARENCY

Have the board and senior staff reviewed the conflict-of-interest policy and
completed and signed disclosure statements in the past year?

RESPONSE NOT PROVIDED

BOARD COMPOSITION

Does the board ensure an inclusive board member recruitment process that
results in diversity of thought and leadership?

RESPONSE NOT PROVIDED

BOARD PERFORMANCE

Has the board conducted a formal, written self-assessment of its performance
within the past three years?